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![A Generic IT Project Lifecycle
1.
Conceptualization and Definition stage
1.
2.
2.
Project Manager selected here
Determine goals, scope, Impediments, product(s)—
[deliverable(s)]
Planning and Budgeting stage
1.
2.
Project leader selected here, as well as project team members
Who will do the project, when will it get done, how much will it
cost
3. Execution stage
1.
11/01/13
Ramp up phase, intense activity phase, close out (termination)
phase
Texas Tech University -- J. R. Burns
27](https://image.slidesharecdn.com/projectmanagement-131101050457-phpapp01/75/Project-management-27-2048.jpg)
![Out of the Project
Conceptualization and Definition
Stage should come…..
• A Selected Project Manager [PM]
• The Requirements Document
(defining project product(s) and their
content)
– Signature signoffs required for PM’S protection
• The Project Charter
– Announces the project, its deliverable, its PM, and the
rules of governance
11/01/13
Texas Tech University -- J. R. Burns
• These are known as deliverables
35](https://image.slidesharecdn.com/projectmanagement-131101050457-phpapp01/75/Project-management-35-2048.jpg)
![More Project processes [PMBOK]
•
•
•
•
•
•
•
•
•
1. Organizational Planning
2. Staff Acquisition
3. Communications Planning
4. Information Distribution
5. Performance Reporting
6. Administrative Closure
1. Risk Identification
2. Risk Quantification
3. Risk Response Development
11/01/13
•
•
•
•
•
•
•
4. Risk Response Control
1. Procurement Planning
2. Solicitation Planning
3. Solicitation
4. Source Selection
5. Contract Administration
6. Contract Closeout
Texas Tech University -- J. R. Burns
48](https://image.slidesharecdn.com/projectmanagement-131101050457-phpapp01/75/Project-management-48-2048.jpg)
Uploaded byVishal kakade
Project management
The document provides an overview of project management basics and concepts. It defines what a project is and discusses the importance of project management. The five main stages of the project lifecycle are presented: initiation, planning, execution, monitoring and control, and closure. Key project management areas like scope, schedule, budget, quality and risk management are also summarized. The roles and responsibilities of the project manager are outlined.
More Related Content
Project management
- 1. Project Management Basics WhatProject Professionals Do 11/01/13 Texas Tech University -- J. R. Burns 1
- 2. Outline • • • • • What is aPROJECT??? What is Project Management (PM)? Why is it important? Some definitions, terminology Concepts – Lifecycle (five stages) – knowledge areas • Four primary • Four facilitating – Tradeoff triangle (triple constraint) – Four types of project personnel 11/01/13 Texas Tech University -- J. R. Burns 2
- 3. Some questions • Howmany of you have been involved in a project? • Anyone serve as a project manager? • How do projects differ from ordinary work? • What makes project work more difficult? • How important is project management? • What constitutes success in projects and how do we achieve it? 11/01/13 Texas Tech University -- J. R. Burns 3
- 4. Introduction • Successful PMinvolves the following: – on time, within budget, at the desired level of functionality, and using the assigned resources effectively • PM is a way to get organizational energy and effort to flow horizontally towards the customer and across departmental barriers 11/01/13 Texas Tech University -- J. R. Burns 4
- 5. 11/01/13 Texas Tech University-- J. R. Burns 5
- 6. What is aproject? • • • • • • • • • A definitive deliverable (objective and goal) Takes time Consumes resources Definite starting and stopping dates Is broken up into tasks (activities, steps) Consists of processes Proceeds through milestones Utilizes teams Based on personal integrity and trust 11/01/13 Texas Tech University -- J. R. Burns 6
- 7. Horizontal vs. VerticalEnergy 11/01/13 Texas Tech University -- J. R. Burns 7
- 8. Some terminology • Step(task, activity)—an initiative that takes time to complete, has a definite starting and stopping point • Milestone—an event, an instant in time at which something significant happens in the life of the project, like the completion of a deliverable • Lifecycle—The stages a project goes through during its lifetime • Scope—The content of the project, the nature and functionality of the ultimate product 11/01/13 Texas Tech University -- J. R. Burns 8
- 9. 11/01/13 Texas Tech University-- J. R. Burns 9
- 10. Why Project Management? •Because companies are organized around projects (and processes) • Because project management is recognized as a core competence • Because project management is a discipline in disarray—we just don’t know how to manage projects well • Because project management differs in significant ways from ordinary management 11/01/13 Texas Tech University -- J. R. Burns 10
- 11. Why Project Management •1/4th of our country’s GDP is generated from projects (4 trillion) • 1/4th of world GDP (10 trillion of 40 trillion) is generated from projects • Even Donald Trump is getting into the act – What are Donald’s criteria for success as a project manager? 11/01/13 Texas Tech University -- J. R. Burns 11
- 12. Advantages of Project Management • • • • • • • Bettercontrol of human resources Improved customer relations Shorter development times, lead times Lower costs Higher quality Higher profit margins Improved productivity 11/01/13 Texas Tech University -- J. R. Burns 12
- 13. About PMI • TheProject Management Institute • www.pmi.org • Has an established Body of Knowledge – PMBOK (1996, 2000, 2002, 2008) • Will certify you as a PMP if….. – You can pass its exam, and – You have at least 2000 hours of successful PM EXPERIENCE 11/01/13 Texas Tech University -- J. R. Burns 13
- 14. 11/01/13 Texas Tech University-- J. R. Burns 14
- 15. Some things wedo poorly in projects • Establishing requirements for the project deliverable • Planning the proposed project • Estimating step (TASK, ACTIVITY) )durations • Budgeting the proposed project • Executing – Don’t understand change management – Not communicating • Managing subcontractors • Monitoring project progress 11/01/13 Texas Tech University -- J. R. Burns 15
- 16. What is projectmanagement? • The initiation, planning, execution, control and termination of projects in a formal, directed and intelligent fashion – According to PMI’s PMBOK 11/01/13 Texas Tech University -- J. R. Burns 16
- 17. 11/01/13 Texas Tech University-- J. R. Burns 17
- 18. What are thecriteria for success in Project management? • Completion on time • Completion within budget • Completion with full functionality 11/01/13 Texas Tech University -- J. R. Burns 18
- 19. What is therecord in IT project management? • Until 1996, less than 25% of IT projects were “successful” • After 1998 roughly 30% of IT projects were successful • More than 80 billion a year wasted on terminated projects in the 90’s • For projects that were not completed on time, they were 225% over their intended completion date • According to the CHAOS 1995 Report 11/01/13 Texas Tech University -- J. R. Burns 19
- 20. Where is expertisein project management found? • Project Management Institute • In project managers who have been there and done that • In hundreds of books that have been written in the past five years • In dozens of websites (use google or go to burns.ba.ttu.edu 11/01/13 Texas Tech University -- J. R. Burns 20
- 21. 11/01/13 Texas Tech University-- J. R. Burns 21
- 22.
- 23. Nine Project Areas/42project processes • Project Integration Management • Core Knowledge Areas – – – – 11/01/13 Scope Management Time Management Cost Management Quality Management Texas Tech University -- J. R. Burns 23
- 24. Facilitating Knowledge Areas • • • • ProcurementManagement Risk Management Communications Management Human Resources Management 11/01/13 Texas Tech University -- J. R. Burns 24
- 25. The triple Constraint/Quadruple Constraint • • • • Time Cost---Tradeoffs between these Scope ////// Quality 11/01/13 Texas Tech University -- J. R. Burns 25
- 26. 11/01/13 Texas Tech University-- J. R. Burns 26
- 27. A Generic ITProject Lifecycle 1. Conceptualization and Definition stage 1. 2. 2. Project Manager selected here Determine goals, scope, Impediments, product(s)— [deliverable(s)] Planning and Budgeting stage 1. 2. Project leader selected here, as well as project team members Who will do the project, when will it get done, how much will it cost 3. Execution stage 1. 11/01/13 Ramp up phase, intense activity phase, close out (termination) phase Texas Tech University -- J. R. Burns 27
- 28. STAGE 1: Conceptualizingand-Defining STAGE 2: Planning-andBudgeting STAGE3: Executing STAGE 5: Terminating-andClosing STAGE 4: Monitoring-and-Controlling 11/01/13 Texas Tech University -- J. R. Burns 28
- 29. And, the fourthand fifth stages…….. 4. Controlling and Monitoring Stage • We do this throughout 5. Closeout and termination Stage – – – – – – 11/01/13 Deliverables delivered? Signoffs complete? Checklist complete? Lessons learned? History Data base updated? Post-project customer R. Burns satisfaction survey Texas Tech University -- J. complete? 29
- 30. The Stages inthe Project Management Lifecycle STAGE 1: Conceptualizingand-Defining STAGE 4: Monitoring-and-Controlling STAGE 2: Planning-andBudgeting STAGE 3: Executing STAGE 4: Monitoring-and-Controlling 11/01/13 STAGE 5: Terminating-andClosing Texas Tech University -- J. R. Burns 30
- 31. Initiating New Projects •Use a Statement of Work (SOW) – Gets submitted to upper management and the PM department – Gets graded and eventually accepted or rejected • In a project management culture, a SOW… – Can be created by anyone in the organization • How to launch yourself into PM – Identify a need that fits with your values, write a SOW and become the project’s PM. 11/01/13 Texas Tech University -- J. R. Burns 31
- 32. Project and ProcessDefinition: Specification of the Project Boundary • Elimination and Containment of Scope and Feature Creep – Through change management • Goals of Project Management • Conceptualization of the deliverable • Definition: consideration of goals, scope and impediments 11/01/13 Texas Tech University -- J. R. Burns 32
- 33. Boundary Definition • DefineStakeholders • ORGANIZE a JPDS--Joint Project Definition Session – Who should be invited? (THE STAKEHOLDERS) • Scope boundary – Features & functionality • Organizational Boundary • Methodology (or process) Boundary • Culture (governance) Boundary 11/01/13 Texas Tech University -- J. R. Burns 33
- 34. Who are theSTAKEHOLDERS?? • • • • • • • • Customers Project Sponsor—the guy w/ deep pockets Users Project team Support staff Suppliers Opponents People involved-in or affected by project activities 11/01/13 Texas Tech University -- J. R. Burns 34
- 35. Out of theProject Conceptualization and Definition Stage should come….. • A Selected Project Manager [PM] • The Requirements Document (defining project product(s) and their content) – Signature signoffs required for PM’S protection • The Project Charter – Announces the project, its deliverable, its PM, and the rules of governance 11/01/13 Texas Tech University -- J. R. Burns • These are known as deliverables 35
- 36. Scope Management/Change Management—a ‘bestpractice’ • Form a change/scope committee • Consists of customer and contractor representatives • All requested changes must get reviewed by this committee • Acceptances will depend on the type of contract, the amount of work involved, customer’s willingness to pay for it 11/01/13 Texas Tech University -- J. R. Burns 36
- 37. Project Performance Measures: Cost,Duration, Functionality • Most expensive component--human resources • Funds are consumed over time • Question is, are funds being consumed as fast as anticipated • Is functionality being created as fast as anticipated • OUR CONTROL SYSTEM WILL TELL US 11/01/13 Texas Tech University -- J. R. Burns 37
- 38. Project Management Hierarchy 11/01/13 TexasTech University -- J. R. Burns 38
- 39. Another Proj. Management Hierarchy PROJECT MANAGER TEAM LEADER DEVELOPER 1 DEVELOPER DEVELOPER N 2 11/01/13 TexasTech University -- J. R. Burns 39
- 40.
- 41. Relationship of PMto Customer & Upper Management 11/01/13 Texas Tech University -- J. R. Burns 41
- 42. STAGE 2: ProjectPlanning and Budgeting • Performed first by the Project Manager • Revised by the Project Team and the JPDS personnel • Looks at: – Duration – Cost – Functionality 11/01/13 Texas Tech University -- J. R. Burns 42
- 43. Out of theProject Planning and Budgeting Stage Should Derive • The project plan – – – – – 11/01/13 Personnel involved Project WBS (Work Break Down Structure) Project budget Project schedule in a Gantt format Project NETWORK chart Texas Tech University -- J. R. Burns 43
- 44. Work Breakdown Structurefor Computer Order Processing System Project 11/01/13 Texas Tech University -- J. R. Burns 44
- 45. What specifically mustbe planned for??? • A scope MANAGEMENT plan • A schedule or Time MANAGEMENT plan • A Budget or Cost MANAGEMENT plan • A quality MANAGEMENT plan • A risk contingency plan • A communications plan • A procurement plan • A human resources plan 11/01/13 Texas Tech University -- J. R. Burns 45 • ALL COMPRISE A PART OF THE PLANNNING DOC
- 46. Project Execution —theTHIRD Stage • Startup (also called rampup) • progression • close-down 11/01/13 Texas Tech University -- J. R. Burns 46
- 47. Projects and theirIndigenous Processes • • • • • • • • 1. Collect Requirements 2. Define Scope 3. Create WBS 4. Verify Scope 5. Control Scope 1. Define Activities 2. Sequence Activities 3. Estimate Activity Durations • 4. Develop Schedule 11/01/13 • • • • • • 5. Control Schedule 1. Estimate Costs 2. Determine Budget 3. Control Costs 1. Plan Quality 2. Perform Quality Assurance • 3. Perform Quality Control Texas Tech University -- J. R. Burns 47
- 48. More Project processes[PMBOK] • • • • • • • • • 1. Organizational Planning 2. Staff Acquisition 3. Communications Planning 4. Information Distribution 5. Performance Reporting 6. Administrative Closure 1. Risk Identification 2. Risk Quantification 3. Risk Response Development 11/01/13 • • • • • • • 4. Risk Response Control 1. Procurement Planning 2. Solicitation Planning 3. Solicitation 4. Source Selection 5. Contract Administration 6. Contract Closeout Texas Tech University -- J. R. Burns 48
- 49. Strategy for ProjectExecution • Hold weekly meetings--every Fri. afternoon • Compare execution with plan--this is called controlling • Make adjustments as necessary • Produce weekly status reports every Mon morning 11/01/13 Texas Tech University -- J. R. Burns 49
- 50. Functions, Tasks, Expectationsof the Project Manager (coach, mentor, leader, negotiator, assessor, informer, motivator) • Selects team leader, subordinates • Works hardest during the definition and planning phases • Assesses progress during execution and reports on that • Negotiates with line managers for required human resourcesTech University -- J. R. Burns 11/01/13 Texas 50
- 51. Expectations of theProject Manager • Interfaces with customer, upper management on behalf of team • Negotiates with upper management and customer • Keeps everybody informed 11/01/13 Texas Tech University -- J. R. Burns 51
- 52. More Expectations ofthe Project Manager • • • • Is a positive leader, motivator, coach Knows how to use PM software Knows the technologies employed well Must re-plan the remainder of the project after the completion of each deliverable, each phase 11/01/13 Texas Tech University -- J. R. Burns 52
- 53. Skills, Competencies ofthe PM • • • • • • • • Leadership--articulate the vision and hold everyone accountable to it An ability to develop people Communication competencies Interpersonal competencies Able to handle stress Problem solving skills Time management skills Negotiation skills 11/01/13 Texas Tech University -- J. R. Burns 53
- 54. Functions, Tasks, Expectationsof the Project Leader • Large projects will have such a person if there are several teams involved • In charge of all technical aspects of the project • Assists the PM with project planning and control – particularly, the bottom levels of the WBS • Focused on the toughest technical 11/01/13 Texas Tech University -- J. R. Burns problems 54
- 55. Recall the LargeProject Hierarchy PROJECT MANAGER PROJECT LEADER TEAM LEADER TEAM LEADER DEVELOPER DEVELOPER 1 2 DEVELOPER 4 DEVELOPER 7 11/01/13 DEVELOPER 5 DEVELOPER 3 DEVELOPER 6 DEVELOPER N DEVELOPER 8 Texas Tech University -- J. R. Burns 55
- 56. Functions, Tasks, Expectationsof the Team Leader • Reports to the Project Leader • Oversees day-to-day execution • More technically competent, mature and experienced than team members • Should possess good communications competencies • Should develop a good rapport with each team member 11/01/13 Texas Tech University -- J. R. Burns 56
- 57. Functions, Tasks, Expectationsof the Professional Team Member • Energetic, communicative, a good listener • Not a perfectionist • Possesses the requisite technical expertise • Doesn’t make any promises to the customer • Star performance 11/01/13 Texas Tech University -- J. R. Burns 57
- 58. The Phases ofTeam Development-• • • • • • According to B. W. Tuckman Forming Storming Norming Performing Adjourning 11/01/13 Texas Tech University -- J. R. Burns 58
- 59. Forming • involves thetransition from individual to team member • Team members get acquainted • Begin to understand who has responsibility for what • No actual work accomplished in this phase • Excited, anticipation, suspicion, anxiety and hesitancy 11/01/13 Texas Tech University -- J. R. Burns 59
- 60. Storming • Like theteenage years, you have to go through it • Characterized by feelings of hostility, frustration and anger • Dissatisfaction with PM is common during this phase • PM has to provide direction and diffuse possible conflicts • There has to be a sense of devotion to equity and fairness 11/01/13 Texas Tech University -- J. R. Burns 60
- 61. Norming • • • • • Relationships have stabilized Levelof conflict is lower There is alignment with project goals Acceptance grows Team begins to Synergize 11/01/13 Texas Tech University -- J. R. Burns 61
- 62. Performing • Team isnow over the interpersonal conflicts • Team is now executing the tasks of the project • There is a sense of unity and peace • Team is empowered by PM to achieve its goals 11/01/13 Texas Tech University -- J. R. Burns 62
- 63. Team Types/culture/governance • Democraticteams--good for experienced, mature teams • Chief developer teams--good for new, immature teams • Expert teams--good for a certain specific area of need, like – design validation – system integration and testing – data communications 11/01/13 Texas Tech University -- J. R. Burns 63
- 64. Psychological Motivators for Developers •Learning new skills, concepts, tools, or aspects of a language • IMPLICATION: Assign tasks that have an element of newness 11/01/13 Texas Tech University -- J. R. Burns 64
- 65. Task assignment • Tasksshould be challenging but not too challenging • There should be some newness • Related tasks should be assigned to the same developer 11/01/13 Texas Tech University -- J. R. Burns 65
- 66. Functional Organizational Structure Staff 11/01/13 Texas TechUniversity -- J. R. Burns 66
- 67.
- 68.
- 69. Project Staffing Considerations: (matrixmanagement, human factors, team formation, reporting) • Matrix management involves borrowing resources from other functional units • Matrix management involves resource sharing and is more efficient 11/01/13 Texas Tech University -- J. R. Burns 69
- 70. Some of TomPeters’ concepts • Those little insignificant projects may not be so • What became In Search of Excellence-- was based on a project at his employer that nobody cared about • Look for little projects that you can become passionate about, based on your values • Punctuate your projects with passion – Life is not a useless passion as the German and French existentialist philosophers would suggest 11/01/13 Texas Tech University -- J. R. Burns 70
- 71. Summary • • • • • • Five stages ofprojects Four primary knowledge areas Four facilitating knowledge areas Four types of project personnel Five phases of team development Three types of organizational structures 11/01/13 Texas Tech University -- J. R. Burns 71
- 72. 11/01/13 Texas Tech University-- J. R. Burns 72
- 73. SOW should consistof: – – – – – Discussion of problem or opportunity Purpose or goal of project Objectives Success criteria Assumptions/Risks/Obstacles • ALL ON A SINGLE PAGE 11/01/13 Texas Tech University -- J. R. Burns 73
- 74. Project Management Authority aracteristics WEAK BALANCED STRONG AL MATRIX MATRIX MATRIX Littleor Limited Low to Moderate to High to moderate high almost total 0-25% 15-60% 50-95% 85-100% Part-time Part-time Full-time Full-time Full-time Part-time ’s Authority FUNCTION Part-time Part-time Full-time Full-time none cent of Virtually orming PROJECT none anization’s ple assigned ime to project ject nager’s role ect agement inistrative staff Source: PMBOK Guide, page 18. 11/01/13 Texas Tech University -- J. R. Burns 74
Editor's Notes
- #2 {"31":"Discuss how Tom Peters got his start with his book In Search of Excellence\n"}